Principles and Practices in Credit Portfolio Management

International Association of Credit Portfolio Managers
Principles and Practices in Credit Portfolio Management
Findings of the 2013 Survey
Survey Goal
IACPM Members share their views on the state of CPM
today, their priorities, goals and objectives, and how the
practice is evolving and expanding in terms of structure,
reporting, tools and its role in the enterprise
Principles and Practices in CPM
E X EC U T I V E S U M M A RY
KEY FINDINGS OF THE 2013 PRINCIPLES AND PRACTICES IN CPM SURVEY INCLUDE:
Most responding institutions now cite revenue generation as their top business
priority for the firm looking forward over the next 12 to 24 months. CPM functions
are being asked to support this growth through management of risk/return thresholds and
working with the line of business to support growth in portfolio assets. Meeting capital
objectives remains an important area of focus, but now ranks below revenue-focused goals
for the firm.
CPM’s top goals of improving portfolio structure and managing concentrations
remain paramount. Also included among top goals are providing portfolio information
and helping guide origination in support of business objectives as well as managing risk/
return objectives (both regulatory and economic capital based).
The CPM discipline is expanding. At many firms, CPM now covers additional types of
credit or assets such as Counterparty Risk and has linkages with Enterprise Risk and with
Treasury/ALM among others.
CPM most frequently reports to Risk or the line of business and is generally a senior
function within the firm. The majority of CPM units are located organizationally within
one to two levels of the CEO.
rigination tools, including discipline at origination and limits, remain most
O
important for CPM. Market tools such as CDS also continue to fill a vital role for more
liquid portfolios.
The Survey data show some regional/geographic differences. There are also some
differences in practices related to the institution’s asset size.
As in prior years, the 2013 Survey results indicate that there is no “one size fits all” approach
to Credit Portfolio Management. Firms adapt CPM functions to provide for the prudent
risk management of their specific portfolios and risks and to work effectively within their
organizational structures. CPM functions are likely to evolve further as the discipline
continues to expand.
2
Findings of the 2013 IACPM Survey
TABLE OF CONTENTS
I.
INTRODUCTION......................................................................................................... 4
II.
CPM EVOLUTION:
MISSION, MANDATE AND BUSINESS PRIORITIES............................................ 5
III.
THE CPM PORTFOLIO.............................................................................................. 7
IV.
ORGANIZING CPM:
STRUCTURE AND FUNCTION................................................................................ 8
V.
IMPLEMENTING THE CPM MANDATE:
TOOLS AND EXECUTION....................................................................................... 10
VI.
CPM IN THE FUTURE:
EVOLUTION AND CHALLENGES......................................................................... 10
VII.
CONCLUSION........................................................................................................... 11
3
Principles and Practices in CPM
I. INTRODUCTION
“…The goal of credit risk management is to maximise
a bank’s risk-adjusted rate of return by maintaining
credit risk exposure within acceptable parameters.
Banks need to manage the credit risk inherent in
the entire portfolio as well as the risk in individual
credits or transactions. Banks should also consider
the relationships between credit risk and other risks.
The effective management of credit risk is a critical
component of a comprehensive approach to risk
management and essential to the long-term success
of any banking organisation.”
Credit Portfolio Management (CPM) has grown as a
discipline over the past 15 years in response to financial
institutions’ continuing efforts to measure credit risk
more accurately and to manage it more effectively across
the firm. The IACPM conducted the 2013 Principles
and Practices in CPM Survey to provide benchmarking
on the evolution of CPM. The goal of the survey is
to provide a snapshot of current practices and issues
for the future, and to allow firms to benchmark their
organizational structure, mandate and tools against those
of leading financial institutions globally.
-
Principles for the Management of Credit Risk,
Bank for International Settlements,
September 2000
Among the topics addressed in the Survey are:
• CPM Evolution: Mission, Mandate
and Business Priorities
• The CPM Portfolio
• Organizing CPM: Structure and Functions
• Implementing the CPM Mandate:
Tools and Execution
• CPM in the Future: Evolution and Challenges
There were 66 firms, located in 16 countries, which
participated in the 2013 IACPM Principles and
Practices in CPM Survey.
Figure 1
Top CPM Business Priorities over the Next 12 - 24 Months
Revenue Generation
79%
Meeting Capital Targets
40%
Defining / Redefining
Risk Appetite
Reallocation of Portfolio
Composition / Asset Mix
Liquidity Constraints
0%
4
35%
28%
25%
20%
40%
60%
80%
100%
Findings of the 2013 IACPM Survey
II. CPM EVOLUTION:
MISSION, MANDATE AND BUSINESS PRIORITIES
The mandate of Risk and Credit Portfolio Management
is expanding steadily within financial institutions
worldwide. Credit and market changes after the 20072008 financial crisis and critical events in Europe have
continued to underscore the increasing importance of
Risk and Credit Portfolio Management within financial
institutions. In addition, new global regulations have
increased capital and liquidity requirements for the
financial services industry. IACPM’s 2013 Survey
indicates that, increasingly, CPM is filling an important
and growing role in integrating credit risk assessments
across portfolios and businesses, in meeting new and
evolving regulatory requirements, and in defining and
maximizing ability to meet risk/return thresholds.
Over three quarters of survey respondents cited
revenue growth as the top business priority for firms
over the next 12-24 months. This is a shift in focus as
in the years immediately following the financial crisis
there was significant pressure to raise capital to meet
regulatory thresholds, and primary objectives revolved
around meeting capital targets. Responses to the
2013 Survey indicated a smaller, but still significant,
percentage (40%) of respondents are focused on meeting
capital targets over the next 12 to 24 months. (Figure 1)
Given the shift toward revenue-focused objectives,
firms are looking at strategies to boost revenues. Some
40% of respondents expect growth in portfolio size
over the next 12 to 24 months; however, an even larger
percentage- 57% - expects that portfolio size will remain
about the same. This highlights one of the current
challenges facing many firms and their CPM functions
for achieving desired growth in revenues against
expectations of limited or no portfolio growth and the
continued constraints posed by risk appetite and capital
requirements.
In supporting business objectives, CPM’s top goals
of improving portfolio structure and managing
concentrations remain paramount.
At least 75% of all CPM units are focusing on
improving portfolio structures, reducing concentrations,
providing portfolio information and helping guide
origination in support of their institution’s business
objectives. More than 50% of all responding CPM
units also cite as key objectives optimizing risk/
return; managing a maximum risk appetite target;
managing regulatory changes, and managing capital
usage (including regulatory and economic). Managing
maximum “risk appetite” target went from 57% in
2011 to 63% in 2013, while managing regulatory
changes increased dramatically from 43% to 60%
during the same period. There are some regional
differences in goals. Liquidity/Funding risk assessment
and management is more important in Europe, while
managing enterprise risk and stress testing goals are more
important in North America and Asia. (Figure 2)
Among other goals cited by respondents, there was
definite growth in the importance of managing risk
appetite and managing regulatory changes introduced
from 2009 – 2013, highlighting the broadening of
CPM’s mandate into enterprise-wide credit and risk
management at a number of firms.
Also reflecting the widening array of important goals,
CPM is expanding as a function in a number of
ways. Over 50% of respondents indicated that the
CPM mandate for their firm has expanded over the
past 12-24 months. Among the areas of expansion
specifically mentioned were enterprise level functions
such as asset allocation responsibilities, linkages with
liquidity management, addition of assets covered to
include counterparty risk and retail portfolio risk, and
involvement with and/or responsibility for regulatoryand business-driven stress testing.
5
Principles and Practices in CPM
Figure 2
CPM Key Objectives in 2013
Improve Portfolio Structure, Reduce Concentrations
89%
Provide Portfolio Information
86%
Help Guide Origination
74%
Optimize Risk and Return (Either Qualitative or Quantitative)
67%
Manage Maximum “Risk Appetite” Target
63%
Manage Regulatory Changes
60%
Manage RWA Usage
56%
Manage Return on Equity, RAROC or Similar Target
49%
Manage P & L Volatility and Absolute P & L or Similar Target
44%
Scenario Analysis & Stress Testing
44%
Liquidity / Funding Risk Assessment
28%
Enterprise Risk Management
19%
0%
20%
40%
60%
80%
100%
80%
100%
Selected CPM Key Objectives in 2013 by Region of Domicile
North America
74%
Europe
Asia
Other Regions
19%
Scenario Analysis
& Stress Testing
57%
30%
21%
38%
Liquidity / Funding
Risk Assessment
14%
30%
37%
Enterprise Risk
Management
14%
14%
0%
0%
6
20%
40%
60%
Findings of the 2013 IACPM Survey
III. THE CPM PORTFOLIO
There are many organizational models for which
types of credit assets are covered by CPM, and the
organizational approaches continue to evolve. Models
show a range of coverage which reflect: the size of the
firm and the assets covered by CPM; the nature of the
firm and its assets; and factors such as management and
the firm’s organizational structure.
The vast majority (70% or more) of CPM units
have responsibility for the corporate loan book and
the leveraged loan book, and a majority also cover
real estate/CRE and SME/middle market. CPM
responsibilities continue to expand and, although still
in a minority, a growing number of firms now report
coverage of assets such as counterparty exposure, retail,
and enterprise-wide exposures. (Figure 3)
Figure 3
In 2013 CPM has Responsibility for the Following Asset Classes (including commitments)
Corporate Loan Book (C&I)
Leveraged Loan Book
Real Estate / CRE
SME / Middle Market
Trading Counterparty Exposure
Municipal Credit Risk
Retail / Consumer
Workouts
Other
NOTE: Each column represents the response of one participating bank
Assets Covered
Assets Not Covered
7
Principles and Practices in CPM
IV. ORGANIZING CPM: STRUCTURE AND FUNCTION
Organizational Structure and Reporting
Expanding Functional Responsibilities
CPM units report primarily to Risk and line of business
and, to a lesser extent, finance. Organizational reporting
has shifted slightly toward the “risk reporting” CPM
model in 2009 – 2013, including a range of risk
functions such as Chief Risk Officer, Enterprise Risk
Management and Credit Risk Management. (Figure 4)
Some regional differences also exist, with the majority
of institutions in Europe reporting within the line of
business and the majority in North America reporting
within Risk. For Asia, 50% are reporting to Risk and
25% to line of business.
There remain many models of functional responsibilities
for CPM, including origination-focused, market and
execution, and policies. These functional responsibilities
also continue to evolve. (Figure 5) The time series of
data shows that CPM remains responsible for market
and execution functions such as CDS hedging and
secondary loan sales. Responsibility for the latter has
grown over the time period with about three quarters
reporting full or co-responsibility in 2013 vs. roughly
half in 2009. In addition, CPM maintains a strong role
in quantitative modeling and analytics with about one
third of respondents indicating co-responsibility within
their firms for these functions and about one third of
respondents indicating an advisory role within their
firms for modeling and analytics functions throughout
the time period.
Seniority
Within the organization, CPM is a senior function.
The majority of CPM units are located organizationally
within one to two levels of the CEO. It is also worth
noting that the percentage of firms reporting within one
to two levels of the CEO is higher for CPM units who
report to risk (68 %) vs. those who report to the line of
business (55 %).
Growing CPM Linkages
Within the Firm
CPM responsibilities and linkages within the
organization have expanded in a number of ways.
Co-responsibility for decisions increased in Origination
(23% in 2010 to 34% in 2013) and in Limit and
Policy Setting (20% in 2010 to 34% in 2013). CPM’s
responsibility for liquidity management also grew in
an advisory capacity over the time frame (from 25% in
2011 to 42% in 2013).
Figure 4
CPM Reporting Line
Line of Business (Corporate Finance etc.)
2009
Risk
Finance / Treasury
2011
Other
2013
0%
8
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Findings of the 2013 IACPM Survey
Full and Sole Responsibility
Co-Responsibility
Figure 5
CPM’s Functional Responsibilities for the Corporate Loan Book in 2013
Advisory Role
Not Involved
ORIGINATION
Does Not Apply
Transfer pricing of assets from origination
function to portfolio function
Transaction origination and vetting
(e.g., pricing, hold amount approval)
MARKET TOOLS
Portfolio CDS Hedging
CPM research
(dedicated sector/name research within CPM)
Portfolio Securitization
Investing via “long book” for diversification
and / or to fund hedging / sales
Portfolio secondary sales
ANALYSIS AND POLICY
Portfolio reporting and data analysis
Quantitative modeling and analytics
(e.g., development, validation, stress testing,
economic capital, risk/return, PD, LGD)
Stress testing
Limit and policy setting (e.g., industry limits)
Problem loan management
Liquidity management
NOTE: Each column represents the response of one participating bank; shaded cells indicate degree of involvement
Figure 6
Relative Importance of CPM Tools in 2013
Relative Importance of Selected CPM Tools over Time
(Weighted by Importance with 3 = Most Important)
(Weighted by Importance with 3 = Most Important)
Single Name CDS
2.5
Discipline at Origination,
Concentration Limits
Loan Sales / Purchases
Loan Sales / Purchases
Securitizations
2.0
Single Name CDS
1.5
Securitizations
Financial Guarantees
1.0
Linkages with Insurance Companies
and/or Asset Managers
Index Tranches, Baskets, Options
(Usually on CDS Index)
0.5
Credit Insurance
0
0
0.5
1.0
1.5
2.0
2.5
2009
2011
2013
9
Principles and Practices in CPM
V. IMPLEMENTING THE CPM
MANDATE: TOOLS AND EXECUTION
VI. CPM IN THE FUTURE:
EVOLUTION AND CHALLENGES
Origination focused tools remain the most important
in CPM’s toolkit. Weighted by importance, CPM
units reported that discipline at origination and
concentration limits ranked highest (2.4 average
importance weighting) as they work to achieve their
portfolio goals and objectives. (Figure 6) In addition,
other origination-focused tools including the discipline
of portfolio perspective in the deal decision process and
the management of regulatory and economic capital
thresholds were at the top of CPM tools.
The 2013 Survey highlights that over the past five years
CPM has continued to evolve and expand in a number
of material ways; however, looking ahead over the
next 12 to 24 months a number of challenges remain,
including the following:
Market tools also are important for CPM units, ranking
just behind origination tools. Among market tools,
single name CDS and loan sales are most widely used.
It is worth noting that, given the changes and evolution
in market and regulation, CDS has declined in ranking
since 2009, falling from about two thirds ranking the
tool as most important to about one quarter giving it
that ranking in 2013. Concurrently loan sales have risen
very slightly in importance to match or slightly exceed
CDS in importance, but still rank well below origination
focused tools. Other tools such as securitizations
and index tranches have declined slightly in overall
importance over the time frame.
In terms of portfolio hedging activity, there is a
significant difference in hedging behavior between
banks with balance sheet assets larger than $500 billion
and those below that number. Almost half of the
smaller institutions do not hedge, while among larger
institutions only 14% indicated no hedging activity.
Also among larger institutions, over 70% indicated
that 1-10% of their portfolio is hedged. Responses
seem largely to reflect the nature of the firm’s assets and
liquidity of the portfolio in the CDS market. (Figure 7)
Facilitating Growth and
Revenue Generation
The 2013 shift in business priority to revenue generation
brings increasing pressure on firms to grow, and
moreover, to grow in ways that meet desired return
thresholds. CPM will have a prominent role to play
in facilitating revenue growth, balancing revenues vs.
returns, and working with lines of business regarding
client exposure strategies. As a number of firms are
seeking to increase revenues via portfolio growth, CPM
will also face the challenges of managing concentrations
in core businesses and industries where growth is likely
to be targeted.
Figure 7
Size of Derivative Hedge Book
Relative to Loan Portfolio in 2013
(By Balance Sheet Asset Size)
70%
< $500 Billion
60%
> $500 Billion
50%
40%
30%
20%
10%
0%
0%
WE DO NOT
HEDGE
10
OVER
1-5%
6-10%
11-20%
21-30%
30%
Findings of the 2013 IACPM Survey
VII. CONCLUSION
Enterprise Risk and Stress Testing
As a result of both business and regulatory requirements,
institutions are undertaking a wide range of stress tests
and analyses of portfolio and business risks across the
firm. CPM is often the central repository of portfolio
data and history and is also in a key position to assess
expected portfolio funding and performance looking
forward. In many firms, CPM is now contributing to,
or has growing responsibility for, stress test scenario
development and analyses of portfolio behavior.
Balance Sheet Management, Liquidity
and Capital Allocation Strategy
Most institutions are integrating risk assessments across
the firm through risk appetite statements, enterprise
level allocations of capital to lines of business, and
linkages of liquidity and funding with other market
and credit risks. For many firms, CPM expects to have
an expanding role – formally or informally –in these
enterprise level resource allocations and in executing
the strategies set by the firm. These roles will entail
increased coordination and partnership with Treasury/
ALM and with lines of business that are originating
assets, in addition to execution of market strategies that
may be needed to add, hedge or reduce exposures.
Looking forward, the current dynamic credit,
regulatory and market environment suggests that
CPM will continue to evolve and expand in a number
of ways. It remains clear from the survey data that
there are multiple CPM business models and that
expansion is taking place along a number of different
dimensions depending on the firm and its risk structure
and portfolio. Commonality of CPM purpose exists
on the mission and mandate of the measurement and
management of credit risk, as it is being integrated
into risk assessment across the firm. The specifics
of organizational structure, breadth of functions
and linkages with enterprise risk, liquidity, etc., are
customized and adapted to achieve the institution’s
goals and objectives given the nature of its business
and portfolio.
11
International Association of Credit Portfolio Managers
360 Madison Avenue, 17th Floor
New York, NY 10017
www.iacpm.org
Som-lok Leung
Executive Director
+1-646-289-5434
[email protected]
Marcia Banks
Associate Director
+1-646-289-5432
[email protected]